Organizational Behaviour

These flashcards cover key concepts in Organizational Behaviour, including definitions, theories, and models presented in the lecture.

Organizational Behaviour (OB)

A field of study investigating the impact of individuals, groups, and structures on behavior within organizations.

Psychological Contract

An individual's beliefs regarding the terms and conditions of a reciprocal exchange agreement with their organization.

Contract Violation

A situation where an employee feels that their psychological contract with the organization has been broken.

Exit Response

Leaving the organization entirely when the psychological contract is violated.

Silence Response

Not raising awareness of ongoing issues and keeping concerns to oneself.

Neglect Response

Decreasing effort and performance in response to contract violations.

Voice Response

Addressing concerns directly with those who can initiate change.

Perception

The process of organizing and interpreting sensory information to give meaning to our environment.

Attribution

How we explain others' behavior, either attributing it to internal or external causes.

Fundamental Attribution Error

Over-attributing others' actions to internal causes while underestimating external factors.

Kelley's Covariation Theory

A theory to determine internal and external attributions based on consistency, consensus, and distinctiveness.

Internal Attribution

Attribution of behavior to internal characteristics of the person.

External Attribution

Attribution of behavior to the external situation or environment.

Job Attitudes

Evaluative statements or judgments about objects, people, or events. Includes job satisfaction and commitment.

Job Satisfaction

A positive or favorable attitude toward one's job.

Organizational Commitment

The psychological attachment that employees have toward their organization.

Emotions

Intense, short-lived feelings caused by specific events.

Moods

Longer-lived, less intense feelings that lack a specific contextual stimulus.

Emotional Intelligence

The ability to perceive, understand, and manage emotions effectively.

Organizational Citizenship Behaviours (OCBs)

Discretionary behaviors that contribute positively to the organization, not part of formal job requirements.

Counterproductive Work Behaviour (CWB)

Behaviors that harm the organization or its members, opposite of OCBs.

McLelland's Theory of Needs

Theory identifying three primary needs: power, achievement, and affiliation.

Job Characteristics Model (JCM)

A model assessing job design based on skill variety, task identity, task significance, autonomy, and feedback.

The Big 5 Personality Traits

A model outlining five key personality traits: Conscientiousness, Agreeableness, Neuroticism, Openness, Extraversion.

Trait Activation Theory

The idea that personality influences behavior when a situation calls for a specific characteristic.

Kohlberg's Moral Reasoning Framework

A framework outlining six stages of moral development, from obedience to universal ethical principles.

Power Distance

The degree to which less powerful members of a society defer to more powerful members.

Individualism vs Collectivism

The degree to which individuals prioritize personal goals over group goals.

Ethics

Beliefs concerning what is right and proper behavior.

Terminal Values

Desirable end states that a person aims to achieve in life.

Instrumental Values

Means by which a person achieves their terminal values.

Conflict Handling Modes

Different strategies for managing conflict: competition, compromise, avoidance, accommodation, collaboration.

Integrative Bargaining

Negotiation that seeks win-win outcomes and fosters long-term relationships.

Distributive Bargaining

Negotiation that involves fixed resources and seeks to maximize gains for one party.

Collective Bargaining

Negotiation process between employers and a group of employees aimed at reaching agreements.

Decision-Making Models

Different methodologies for making decisions, including rational, bounded rationality, and intuitive approaches.

Organizational Culture

The shared values, beliefs, and norms that influence the way employees behave in an organization.

Group Dynamics

The processes that occur within a group, influencing how individuals interact and work together.

Maintenance Behaviour

Behaviors that help to maintain good group relations and support group cohesion.

Task Behaviour

Actions related to accomplishing tasks and objectives within a group.

Conflict

A disagreement or clash between ideas, principles, or people.

Negotiation

A dialogue between two or more parties aimed at reaching a mutually beneficial outcome.